Building Institutional capacities for a purposive transformative change to support eGovernance Initiatives
Dr K. Jayakumar
Joint Secretary
Ministry of Science and Technology
Government of India New Delhi
Government of India, New Delhi
Challenges for Augmenting Institutional Capacity
((Effecting Change Control to support eGov
ff
g
g
pp
initiatives))
How can elicit best Performance ?
What have we not done which ought to have been done?
Make it run faster
Pink is a nice color for a UI
Make our competition eat our dust
Enhance Process Maturity !
Improve Standards
Do this perfectly
Focus on Results Framework !!
How can we raise standards for t d d f
Program/ Service Delivery
?
Fix defect
Agile Orgn
?
?
2
2
Mission Mode Projects
C
Central State Integrated
l
S
I
d
• Agriculture g
• Banking Banking
• Commercial Taxes • Central Excise & • e−District Customs
Customs • Employment
• Income Tax (IT) Exchange • Insurance Insurance
• Land Records • MCA21 • Municipalities • National Citizen Dat
• Gram Panchayats
abase • Police • Passport,
Passport Immigrati
• Property
on & Visa Registration • Pension Pension
• Road Transport • e‐Office • Treasuries • CSC • e‐Biz • e‐Courts • e‐Procurement • EDI For eTrade
• National e‐
governance Service Delivery Gateway • India Portal Core Mission Projects
Centre
State
Integrated
z Land Records
z Property Registration
z Road Transport
z Municipalities
z Agriculture
A i lt
z Gram
G
P
Panchayats
h
t
z Foodgrains, Sugar
Exports
p
z Commercial Taxes
z Police
z Treasuries
z EDI (E-Commerce)
z India Portal
z E
E-Biz
Biz
z EG Gateway
Core Mission Projects
ROME WILL NOT BE BUILT IN A DAY
• Manual – Parallel – electronic (go live)
• Single location – multiple locations – statewide – countrywide
• Over the counter – remote delivery (anytime, anywhere)
• Information – communication - transaction – integrated
• Adding new depts./ services/ functions
• Time lines for each step: No step more than 1 year
CHALLENGES IN IMPLEMENTING ICT APPLICATIONS
• Addressing the crucial aspect concerning business operations that seeks to
maximize impact
p
and achieves g
greater satisfaction for clients / stakeholders
• Involvement and participation of all interest groups at every stage from
design through implementation and maintenance/ support phases
• Business Model for sustainability of operations
• Development and Implementation of Enterprise applications
NATIONWIDE ROLLOUT
•
Railways
PARTIAL ROLLOUT
DGFT :
• 250,000 Exporters/ Importers Registered
• All 33 Offices Covered
• 80% of total applications covered
Major Benefit:
Time for processing brought down from 45 days to 6 hour
•
•
•
•
DGFT
Customs Central Excise
Central Excise Postal Department
Postal Dept. :
• Direct
Di t e-credit
dit off M
Monthly
thl IIncome Scheme
S h
returns into the investors account
• Demat of Savings Certificate (NSC) and
Vikas Patras (KVP), offering full portability –
pilot started in 10 post offices in Mumbai
Customs :
• 98% of export declarations and documentation
computerized
• 90-95% of import documentation computerized
• Electronic filing through ICEGATE at 3 location
(Mumbai, Delhi, Chennai)
Excise :
• 80% of forms / applications are electronically
processed
• 80% of Service Tax returns electronically
processed
• Electronic filing is being tested
Passports :
•
•
•
Passports
DCA
Di t T
Direct Taxes (OLTAS / TAXNET)
(OLTAS / TAXNET)
•
•
STATEWIDE ROLLOUT
•
•
•
PARTIAL ROLLOUT
•
•
•
•
•
• 100% passports information computerized
• All 33 RPOs covered
• Centralized Passports Database to enable
services at missions
• Passport information status to citizens on website
• Online application submission on pilot basis
• Machine readable passports at some locations
Land Records Registration
Treasuries
Transport
CHANGE
MANAGEME
NT
Police
Municipalities
i i li i
Gram Panchayats
Commercial / Sales Tax
Commercial / Sales Tax
Agriculture
Courts etc.
SERVICE
DELIVERY &
INFRASTRU
CTURE
PROCESS
IMPROVEMENT
Common Services Centers
The PPP model of the CSC scheme envisages a 3‐tier structure consisting of the CSC operator g
p
(called Village Level Entrepreneur or VLE) the Service Centre Agency (SCA), that will be responsible for a division of 500‐1000 CSCs and a State Designated Agency (SDA) identified by the State Government responsible for managing the implementation over the entire State.
Challenges
•Concurrent Policy Reforms
p
g
y
•Improving The Process Efficiency
•Databases, Electronic Evaluation, Etc
Departmental Services
CENTRAL / STATE GOVERNMENT
Integrated Services
PARTIAL ROLLOUT
•EDI
• Integrated citizen services
Payment Gateway
e-Biz
• e-Procurement
Services covered under the project are:
Electronic filing and clearance of export import documents e‐Payment of custom duties and charges of ports, airports, etc. Filing and processing of licences for DGFT e‐Payment of licence fee for DGFT Electronic exchange of documents between community partners such as Customs, ports, airports, DGFT, Banks, etc. Integrated Service Centres
• CICs
•
Innovative Delivery
A State Road Transport
bus carrying Bhoomi
(land record)
e-documents to Villages
in Karnataka
z Infothela
z Daknet
z Digital Gangetic Plains
zTelemedicine
z Smart PDA’s
z BSNL Mobile Device
DAKNET: Rural information Delivery
PPP Models
Managed Service Provider (MSP)
• Service delivery by a single entity or
a consortium
ti
((single
i l point
i t off
responsibility)
Special Purpose Vehicle (SPV)
• Create a SPV with joint stake
((Government and Private sector)) and
subsequently turn
the SPV public
with majority shareholding
• ICT services sought as per solution
by the
citizens
functional requirements and service
level parameters
• Build ICT skill sets and infrastructure
to service the Government/Public
• Service charges linked to the
Sectors
attainment of service levels, and
verified though audit by independent
agency
• Initiate ICT implementation in key
sectors
t
and
d subsequently
b
tl scale
l up
operations
• Benefit from economies of scale
operations of MSP
• Replicate experiences and resources
for maximum benefit
Information Security Scenario
DIT Action
DITs
A ti Points
P i t
• Establishment of Computer Emergency Response Team – India
(CERT IN)
(CERT-IN)
• Create Indo – US Cyber Security Forum
• Set up an Information Security Technology Development Council
(ISTDC)
• Create a National Information Security Assurance Framework
• Constitute Inter Ministerial Working Groups
NIC - IT Security Developments
• Conformance to Security Standards (BS7799 / ISO17799)
• Securing NICNET and Other Services
• Security
S
it Ad
Advisory
i
S
Services
i
ffor other
th G
Governmentt D
Departments
t
t
• Certifying Authority (Issuance of Digital Signatures to Government
Officials))
Clarity on Vision/ Mission
& Business Plans
& Business Plans
Well defined Job Specifications
Performance Monitoring
Individual & Institutional C
Capacity Building
it B ildi
All Key Operations/ Activities Logged
360 Degree
Perspectives
For Task
Execution/ Obsvtn
O
Organizational
i ti
l Transformation
T
f
ti
Grooming
Talent &
Making a
Difference
Tracking Tracking
Change
Recognition, Incentives &
Incentives & Rewards for performance
Evolving an g
Exemplary Organisation Culture
Mentoring
& Counselling
Changing Mindsets
Changing
Mindsets
Engineering Behaviors
Organizational Redesign
Reinvented Polices/Practices, Automation of Processes
Ch
Change in i
Services
New or Redesigned
S i
Services, Electronic El t i
Transactions, Knowledge driven Performance
Change in
Technology
Redesign of Work
Operations leveraging ICT
Change in People
l
Changes in Skills,
Attitudes, Expectations, d
Perceptions
Impro
oved Orrganizattional P
Perform
mance
Req
quirement Drivers
Change in Organizational
Structure
Organizational
Functional
Informational
Infrastructure
Architecture Modeling Views
Policies
Research
Activities
Decision
Support
Asset Management
Facilities
Manage-ment
Risk
Ri
k
Mitigation
Planning &
Program
Implementatio
n
Knowledge
Manage ment
Manage-ment
Financial
Management
Stores &
Purchase
Service
Orientation
Innovation
Shared Data/
Information
Analytics
Progressive
g
Work Practices
Human
Resources
Management
Resource
Deploy-ment
Process Reengineering
OrganizaO
i
tional Values
& Culture
Managing
Change
Collaboration &
Teamwork
Upgrading
Individual /
I i i
Institutional
l
Capacities
Instituting
mechanisms for
Review
Basic Functional Requirements
Augmented
Augmented
Managem
ment
Leadership Support
Project Management
Software Application Design / Development Coordination
Mechanisms & Support Structures
Data
Organizational Change
Technical Infrastructure
Facilities Infrastructure
Enterprise Deployment
Goal Setting
And Visioning
Define project scope
and Enterprise
application Design
Perspectives
Business
us ess Processes
ocesses &
Functional Requirements
compliance and Validation
Operraions & Support
Deploymen
D
nt
Integration
n
De
evelopmen
nt
Applications
Architecturre
A
Visiion & Strattegy
Life Cycle
L
Business Processes
Mobilization
Strategies
Implementation
p
Plan
Leadership and
Shared Vision
Assessments
Transitional
Mechanisms
Outcome/ Goal
Focus
Holistic Approach
Identify Barriers &
Opportunities
Advocacy and
Stakeholder
Campaign
Interventions
Policies and
strategies
Roll-out
Roll
out Sequence
Roles and
Responsibilities
Funding and
Resources
Strategy/Policy
People
Process
Technology
3. Transaction
2. Interaction
Cost/
Complexity
1. Presence
Publish Existing
Streamline
processes
Web site
M k
Markup
Searchable
Database
Public response/ email
Content mgmt.
Increased support staff
Governance
Knowledge mgmt.
E‐mail best prac.
Content mgmt.
Metadata
d
Data synch.
Search engine
EE‐mail
mail
Competition
Security
Fee for transaction
E‐authentication
Self‐services
Skill set changes
Portfolio mgmt.
Sourcing
Sourcing Capable staff
BPR
Relationship mgmt
Relationship mgmt.
Online interfaces
Stake holder mgmt.
Legacy sys. links
Security
Information access
24x7 infrastructure
Sourcing approp. tech
4. Transformation
Organisation built for breakthrough
organisation identity through its values
Systems guarantee results
Job Roles structures strategic redesign
Knowledge driven / evidence based
Organization
Performance accountability Systems to build and retain talent
Teams contributing for collective achievements
Integrated services
Change value chain
New processes/services
New processes/services
Change relationships
Metrics, alerts, dashboards
Constituent
Value
Scalable, Reliable, Manageable
Engineered to deliver failsafe
services
STAGES
ENVISION
EMPOWERING
EVALUATE
EXCELLING
PHASES
Review Organisation
g
Analyse
Implementation
Continuous
Improvement
Policies/ Functions
ReEngineering
Systems
Assess
Policies / Strategi
es
Review
Current
Activities
Analyse Issues and
Opportu
nities
Design Target
Environm
ent &
ent &
Org. Options
Develop Change Plan & Communic.
Strategy
Design Proc
‐esses
Develop
Mechanis
ms/
Assets
Transition Management Activities:
Manage Communications,
Communications Secure Commitment to Change
Build Teams and Transfer Skills
Review
Devlp
Perform.
Based Training
Impleme
ntation
Results
Cascading
Change
Interventions
Engineering
Systems
Causing Events
Understanding
Context
(As Is Situation )
Iterative Approach for
Transformative Change
Effective
Change Control
Managing &
Orchestrating
Processes
Persistent
Problem Solving
Cognitive
Di
Dissonance
Negotiating
Pathways to
Change
Definition/
Redefinition of
Outcomes
Desired State
Definition
(To Be or Targeted
Situation)
Information
Dissemination/
Dashboards
Di
Discovering
i
Issues / conflicts
Capturing
C
t i
Evidence
Advocacy to
counter inertia/
Complacence
Facilitating
F
ilit ti
Learning /
Know. Mgmt
Process View of Management Intervention for Transformative Change
© Dr K. Jayakumar
Knowledge
e Capture &
Intelligentt Systems
Enginee
ered Systems
Organ
nisational
Sysstems
(Ente
erprise
Appliccations)
Reasons eGov initiatives succeed
Business
Driven
Enterprise architecture development is driven by the
Business Vision – a collaborative effort between the
business/domain experts and the IT resource persons
at all levels
Managed
Scope
Focus on the key (80/20) business processes (often
cross-functional) and undertaking process redesign –
analytically, innovatively, and practically to simplify
the processes and for delivering results
Resourced for
Sustained
Momentum
Allocate resources and institutionalize policies/
practices
ti
t ensure the
to
th momentum
t
off the
th enterprise
t
i
transformation effort is sustained through frequent
tangible “quick-wins” and improved organisational
performances
Governance
Ensure decision and ownership at the appropriate
level within the organization with vigorous program
management to ensure effort is on track and delivers
business results promised in the business case
Change
Management
Address workforce’s reluctance to adapt new
procedures and technology as well as the impact of
potential organizational changes in structure and
authority
EA Development
No Transition Plan
Lost In Detail
Lack of Business
Connection
Developing and
Implementing EA Is A
Iterative Evolutionary
Process with several
opportunities to Fail
Complacency
False Start
Reasons EA Fails
• False Start – Failed to marshal resources and organizational commitment
• Lack of Business Connection – Business failed to engage in the process – it
becomes an IT exercise
• Lost in Detail – Went too deep into detail – the team drowned
• No Transition Plan – The future state is well defined, but no one knows how to get
there
• Complacency – After achieving a first round EA success, organization failed to
marshal resources to keep it up to date and connected to the business